Refining virtual cross-national research collaboration: drivers, affordances and constraints

Abstract

PurposeThe study aims to explore and explain the affordances and constraints of two-mode virtual collaboration as experienced by a newly forming international research team.Design/methodology/approachThis is self-reflective and action-oriented research on the affordances and constraints of two-mode virtual collaboration. In the spirit of professional development, the authors (nine researchers at different career stages and from various counties) engaged in a joint endeavour to evaluate the affordances and constraints of virtual collaborations in light of the recent literature while also researching the authors' own virtual collaboration during this evaluative task (mid-January–April 2021). The authors used two modes: synchronous (Zoom) and asynchronous (emails) to communicate on the literature exploration and recorded reactions and emotional responses towards existing affordances and constraints through a collective journal.FindingsThe results suggest both affordances in terms of communication being negotiable and evolving and constraints, particularly in forming new relations given tools that may not be equally accessible to all. Journaling during collaborations could be a valuable tool, especially for virtual collective work, because it can be used to structure the team supported negotiation and discussion processes, especially often hidden processes. It is evident that the role of a leader can contribute to an alignment in the assumptions and experiences of trust and consequently foster greater mutual understanding of the circumstances for productive team collaborations.Originality/valueThe findings of this study can inform academics and practitioners on how to create and facilitate better opportunities for collaboration in virtual teams as a rapidly emerging form of technology-supported working.

Autoethnographic reflections on creating inclusive and collaborative virtual places for academic research

“…During the preliminary stages, when we developed the book’s content as a team, we tried to ensure that local voices, insights and experiences were integral to the vision that would eventually structure the book chapters. Consequently, each chapter provides insights into the lived experiences of cross-national research teams (Lokhtina et al. , 2022), such as resilience through the lens of social inclusion and the multifaceted and dynamic power relations within and between communities in Timor-Leste, Tonga and Vanuatu; the challenges faced by research participants in Fiji, Cook Islands and Tasmania, during the COVID-19 pandemic and the adaptation of traditional cultural values and beliefs to modern practices; grassroots resilience as seen in the acts of political resistance and self-determination of island people in Puerto Rico in the aftermath of Hurricane Maria in 2017; and a holistic model for operationalising resilience in Indonesia, Australia and Fiji.…”

Rethinking informal workplace learning in times of complexity

“…Many organisations responded to this challenge by developing new approaches to the more effective utilisation of organisations’ knowledge-based capital. Examples of such initiatives can be an increased use of virtual collaboration arrangements (Lokhtina et al , 2022) and hybrid teams (Winkler et al , 2022).…”

“…In the first example, collaborative journaling in addition to virtual meetings proved to be a powerful reflective practice that contributed to the development of new skills, changes of behaviour and enhancement of well-being (Di Stefano et al , 2016) leading to creativity and progression. The process helped to shed some light on the contextual affordances and constraints through which developmental relationships emerged (see Lokhtina et al , 2022). The second example shows that even in virtual environments, teams can tackle complexity when supported by an AL-facilitated process and the help of an AL coach who has the capacity to challenge the teams in their thinking through questioning, critical reflection on assumptions and data gathering.…”

The Management of Cross-Cultural Virtual Teams

“…Communication difficulties constitute another main concern in CCVTs since they can generate misunderstandings, decrease team cohesion and potentiate conflict (Zimmermann, 2011). The complexity is related to the use of different languages (MNE´s often define several functional languages), differences in accents and fluency, disparities in communication codes and culture-specific communication norms (Zimmermann, 2011;Lokhtina et al, 2022). Brett et al (2006) also highlight challenges related to distinct attitudes toward hierarchy, rules and authority.…”